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Ninan J, Sergeeva N. Mobilizing Megaproject Narratives for External Stakeholders: A Study of Narrative Instruments and Processes. PROJECT MANAGEMENT JOURNAL 2022. [DOI: 10.1177/87569728221102719] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Megaprojects combine multiple external stakeholders, and a common narrative is essential to drive the project among often conflicting objectives. Narratives help organize people toward an agenda and therefore have performative and strategic implications. In this research, we explore how narratives are mobilized through narrative instruments and processes using the case study of the High Speed Two (HS2) megaproject in the United Kingdom. We record the use of three instruments—stories, labels, and comparisons—that undergo four processes: repeating, endorsing, humorizing, and actioning. These instruments and processes enable megaprojects to mobilize a narrative that helps in managing external stakeholders.
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Affiliation(s)
- Johan Ninan
- Faculty of Civil Engineering and Geosciences, Delft University of Technology (TU Delft), the Netherlands
| | - Natalya Sergeeva
- Bartlett School of Sustainable Construction, University College London (UCL), United Kingdom
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Ninan J, Sergeeva N. Labyrinth of labels: Narrative constructions of promoters and protesters in megaprojects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.03.003] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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Schweiger S, Konlechner SW, Güttel WH. How Cooperation Reinforces Conflict Over Time. PROJECT MANAGEMENT JOURNAL 2020. [DOI: 10.1177/8756972819891281] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Managing projects raises multiple tensions such as the need to balance cooperativeness and assertiveness. By adopting a process perspective, we analyze why a project group consisting of three heterogeneous subgroups is failing to uphold such balance over time. Instead, overemphasizing cooperativeness in the early phases of the project led to over-assertiveness and escalation of group conflict. We identify three mechanisms for reinforcing dynamics. First, we find that subgroups overestimate other subgroups’ behavioral autonomy, which promotes holding simplified, negative images of each other. Second, subgroups adopt vertical disidentification when they define their own particular role. Third, cooperativeness conceals pejorative perceptions.
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Havermans L, Van der Heijden BIJM, Savelsbergh C, Storm P. Rolling Into the Profession: Exploring the Motivation and Experience of Becoming a Project Manager. PROJECT MANAGEMENT JOURNAL 2019. [DOI: 10.1177/8756972819832782] [Citation(s) in RCA: 13] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The number of people who, at a certain point during their career, assume responsibilities as a project manager is increasing every year. Yet, we know little about the reasons why people want to become project managers, how they become project managers, and the ways in which they perceive their job once they have become project managers. In the current qualitative study, we conducted in-depth, semistructured interviews, using a multisource approach, from the perspectives of both project managers ( n = 31) and direct supervisors of project managers ( n = 21) from the Netherlands and the United Kingdom. Our results indicate that project managers tend to be drawn into the field by their enterprising interests, and mainly “roll into their profession” knowing little about possible career paths, and experience multiple positive and negative aspects of their jobs. Reflections on the outcomes are discussed, and practical implications for individuals considering a career in project management and their working organizations are given.
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Affiliation(s)
| | - Beatrice I. J. M. Van der Heijden
- Radboud University, Institute for Management Research, Nijmegen, the Netherlands
- Open University of the Netherlands
- Ghent University, Belgium
- Kingston University, London, UK
- Hubei University, Wuhan, China
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